因Covid-19疫情影響，加速全球數位AI發展，迫使許多傳統金融機構加快數位化腳步，進行數位轉型以因應AI浪潮。臺灣金融業在競爭激烈的環境中，面對低利差、低成長的市場，手續費收入已然成為銀行重要收入來源，顯見財富管理之重要性。

    儘管財富管理數位化已成為產業發展趨勢，但許多金融機構在推動數位轉型時仍面臨多重挑戰，本研究將探討財富管理數位化的關鍵因素，使用專家訪談法邀請多位業界前輩分享實務經驗及想法，藉以進行研究及分析探討。

    研究發現，財富管理數位化的成功實施不僅依賴先進的科技應用，還與客戶需求、企業組織文化、人員專業技能與法規合規等多方面因素密切相關。

    綜合上列研究結果，本研究論文彙總並提供實務上的建議，首先設立明確的治理架構、制定長期策略計畫、實施內部接班方案及分權決策機制，以應對高階主管變動時產生政策延續性問題；且建立明確的企業價值觀，強化企業願景與使命，使員工擁有明確目標。其次為提升技術敏感度，跨部門合作與溝通能力，以增加中階主管領導力及政策執行力。最後建立數位化學習平台與認證機制，設立「數位金融專業認證」及「數位轉型種子老師」，針對數位化學習進度與應用效果提供獎勵，激勵員工主動學習數位技能，從而促進財富管理數位化發展。

    Due to the impact of the Covid-19 epidemic, the development of global digital AI has accelerated, forcing many traditional financial institutions to accelerate the pace of digitalization and carry out digital transformation to cope with the AI wave. In the face of a highly competitive environment and a low-interest spread and low-growth market, fee income has become an important source of income for banks, demonstrating the importance of wealth management.

    Although the digitalization of wealth management has become an industry trend, many financial institutions still face multiple challenges in promoting digital transformation, This research will explore the key factors of wealth management digitalization, and invite a number of industry veterans to share their practical experience and ideas through expert interviews.
    The study found that the successful implementation of wealth management digitalization not only relies on the application of advanced technology, but also closely related to many factors such as customer needs, corporate organizational culture, personnel professional skills and regulatory compliance.
    Based on the above findings, this research summarizes and provides practical recommendations, firstly, establishing a clear governance structure, formulating a long-term strategic plan, implementing an internal succession plan, and a decentralized decision-making mechanism to deal with policy continuity issues arising from senior management changes; And establish clear corporate values, strengthen the corporate vision and mission, so that employees have clear goals. Secondly, it is to enhance technical sensitivity, cross-departmental cooperation and communication skills, so as to increase the leadership and policy implementation ability of middle managers. Finally, a digital learning platform and certification mechanism were established, and the "Digital Finance Professional Certification" and "Digital Transformation Seed Teacher" were set up to provide rewards for the progress and application of digital learning, and motivate employees to actively learn digital skills, so as to promote the digital development of wealth management.

目錄

第一章 緒論	1
1-1研究背景	1
1-2研究動機與目的 2
1-3研究流程	4
第二章 產業概況	4
2-1銀行業歷史	5
2-2銀行業現況	8
2-3臺灣銀行業困境 13
第三章 文獻探討	15
3-1通膨與利率	15
3-2高階主管替換率 18
3-3獎酬制度	21
3-4教育訓練與專業職能 24
第四章 研究方法-專家訪談法 26
4-1專家訪談法的特性	26
4-2專家訪談法的優勢與挑戰	28
4-3專家訪談法的施行步驟	29
第五章 專家訪談分析 31
5-1訪談對象	31
5-2訪談提要	33
5-3訪談內容	34
5-4訪談歸納	52
5-5命題發展	67
第六章 結論 69
6-1結論與建議	72
6-2未來研究方向	73
參考文獻	74

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三、網路文獻
1.金管會，金融業務發展史，查詢日期:2025/1/22
https://history.fsc.gov.tw/History?type=%E9%8A%80%E8%A1%8C%E5%B1%80
2.三立新聞網，專欄，回顧台灣的百年金融史！，查詢日期:2025/2/22
https://www.setn.com/News.aspx?NewsID=162594#:~:text=
3.天下雜誌，重看台灣金融版圖 — 從歷史勾繪未來，查詢日期:2025/2/22
https://www.cw.com.tw/article/5105641
4.中央銀行全球資訊網，統計與出版品，查詢日期:2025/1/22
https://www.cbc.gov.tw/tw/cp-532-104915-d9972-1.html
5.政府資料開放平台，臺灣銀行排名，查詢日期:2025/1/22
https://data.gov.tw/dataset/203906.勤業眾信，2025銀行業與資本市場展望，查詢日期:2025/2/22
https://www2.deloitte.com/tw/tc/pages/about-deloitte/articles/pr20250115-2025-banking-and-capital-markets-outlook.html